Cross Cultural Management: An International Journal, Volume 22, Issue 4, Page 570-593, October 2015.
Purpose – The purpose of this paper is to explore the effects of learning orientation (LO) and team embeddedness (TE) on the turnover intention of team members within the context of both culturally diverse and uniform teams. Design/methodology/approach – A structural model was adopted to test the hypotheses with the help of data collected from a survey of 324 foreign and local students of an international university located in Taiwan. To compare the effects of TE and LO in the context of culturally diverse teams (CDT), a multi-group structural equation modeling was employed to investigate individual team behavior. Findings – The LO of team members in a culturally diverse context will positively influence their intention to leave the team. However, such an intention can be reduced by strengthening members’ TE along with the LO. Nonetheless, the direct effect of LO on team turnover intention in the context of same-culture teams was found to be insignificant, leaving TE as the only critical mediator in this case. Furthermore, capability validation, sought by performance-orientated individuals, was found to be an important factor worthy of special consideration for those in a single-culture team context. Originality/value – This study provides evidence regarding the applicability of the concept of job embeddedness to team relationships and the link between goal orientation and team mobility in a multi-cultural setting. Such an approach is helpful for determining ways to strengthen and stabilize team resources in the context of CDT.